In business, we learn early on that preparation is key to success. As much as we get excited to launch new strategies or programs, we know we will hit roadblock after roadblock if we do not take the time to plan ahead. Remember that your approach to talent development is subject to the same rules. Talent development is, after all, a complex set of initiatives touching numerous departments, processes, and people. Failure to prepare for the way your programs will impact all of these arenas will surely result in failure of the overall effort.
Yet even as many organizations grasp the importance of laying the groundwork, they have difficulty starting with ground zero. In talent development, ground zero is Human Resources. We are the department that owns much of the responsibility and legwork inherent to learning, performance, and compensation. So as companies seek to align objectives and processes across an entire organization, they must remember to first set the example for those they seek to change.
I know—this sounds daunting. HR has many, many processes at work, and often many balls in the air. But that’s exactly why it matters so much. All of these tangents must be strategically streamlined, not only so they map to company strategy, but also so they simply make sense and are more efficient.
Frequently, this level of alignment will require additional skillsets, or even additional players. And that’s okay. Don’t be afraid to acknowledge the fact that you are expanding your company’s mindset when it comes to the workforce and productivity. You are building a foundation for growth. You’re making an investment in your organization’s future that requires time and effort.
Another thing to keep on your radar is your ultimate talent development goal. In our latest eBook chapter, we focus on the idea of preparing your HR group prior to implementing a new talent development program. One of the points we stress is understanding where your organization stands on a “maturity” graph with respect to its objectives.
I feel strongly that this is a vital tool you should use when embarking on your talent development program. Think about the difference it makes when, for example, you take a golf lesson and have your swing analyzed. It is often amazingly helpful to have a fresh perspective on what we are doing right—and where we have room for improvement. Our Talent Development Maturity Model gives you a simple way to gauge your strategic sophistication. Most of us fall somewhere between administrative use of talent development components and a tactical approach to software usage. Yet we strive to also incorporate greater efficiency and ultimately hammer home the strategic value of our company talent. As you move forward, and understand where your organization fits on the graph, you can take great strides in preparing adequately for the changes to come in your organization.
